// Consulting Project Portfolio — South Sulawesi
Agfan Prakasih Portfolio
Operations Lead & Supervisor  |  Manufacturing  |  Distribution & Logistics  |  Supply Chain  |  P&L
"I build and improve operations that actually work."
This portfolio documents three independent consulting projects completed across South Sulawesi. Each project was carried out directly on site, working with the people and equipment already in place. No templates. No generic recommendations. Just practical work that moved the numbers.
01
Egg Tray Factory
Sidrap  ·  Manufacturing  ·  12 Months
02
Coco Fiber Factory
Bulukumba  ·  Agro-processing  ·  3 Months
03
Mobile Store
Parepare  ·  Store  ·  1 Month
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01
Case Study 01  /  Manufacturing
Egg Tray Factory
Sidrap, South Sulawesi  ·  12 Months across Two Phases
Skills Applied
Machine Modification Process Engineering Production Flow Budget Coordination Team Management On-site Execution Industrial Construction Material Planning Capacity Planning Root Cause Analysis
The Situation
The factory had been idle for nearly two years. The owner, an engineer by background, built the initial setup without deep experience in egg tray manufacturing. Machine configuration, piping, and process flow were all mismatched to actual production demands. The mixer could only process 50 to 70 kg of cardboard per cycle and regularly burned out a 30 HP motor from overload. Piping was undersized at 3 inches, the pulp tank held only 3 cubic meters, and the existing moulding was incompatible with the target output model. The facility had the intent but not the function.
What I Did
Phase 1 February to June 2024  ·  4 Months  ·  Complete System Overhaul
  • Redesigned the mixer impeller from a conventional to a hydro pulper model, increasing cardboard capacity from 50–70 kg to 150 kg per cycle while reducing motor requirement from 30 HP to 25 HP.
  • Restored an unused Ebara pump and integrated it to improve pulp flow from mixer to storage tank.
  • Replaced all piping with corrosion-resistant materials (stainless steel and polycarbonate) and resized from 3 inches to 5 inches throughout.
  • Expanded pulp storage tank from 3 to 40 cubic meters.
  • Repurposed a large actuator tank into a 70 cubic meter water storage unit.
  • Corrected vacuum pump performance by addressing an undersized collection vessel limiting suction efficiency despite the pump running at 60 HP.
  • Completely replaced and redesigned the moulding to match the target machine model and output specifications.
Phase 2 April to December 2025  ·  8 Months  ·  Industrial Dryer Construction
After the Phase 1 overhaul, the production line was running at 2,000 pcs per hour. The machines were performing, but finished product output was not keeping pace because the facility had no mechanical drying capability. Everything depended on sun drying and manual methods. Drying had become the binding constraint. I was brought back to resolve it. The work involved designing an industrial dryer unit measuring 24m x 3m x 2.6m, sized to support the production volume the line was now capable of. Work covered material planning, sourcing, budget coordination, team management, and continuous on-site monitoring across each construction phase to ensure the unit met operational specifications before integration.
60 kg
↓
0
kg / cycle
Mixer Capacity
3 inch
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0
inches
Pipe Size
3 m³
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0
m³
Pulp Tank
1,600 pcs/hr
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0
pcs / hour
Output Capacity
// System Metrics — Before vs After
// Output Capacity Progression (pcs/hour)
Result
Phase 1 brought a factory silent for two years back to full operation, restoring initial output to 1,600 pcs per hour before pushing capacity to 2,000 pcs per hour, a 25% gain achieved within four months. Phase 2 progressed through full design, material planning, and on-site construction over 8 months. The industrial dryer unit measuring 24m x 3m x 2.6m was built to near-completion before the engagement concluded due to the owner's capital constraints. The structural and technical work delivered was complete and ready for commissioning.
02
Case Study 02  /  Agro-processing
Coco Fiber Factory
Bulukumba, South Sulawesi  ·  3 Months
Skills Applied
Facility Layout Machine Operation Production Setup Cost Control Team Coordination Floor Reorganization Output Monitoring Capability Building Bottleneck Analysis
The Situation
The factory had the equipment to produce coco fiber but the working environment was limiting everything. The floor was unpaved dirt. Raw materials were scattered without designated storage. Machines were placed without logic or flow, and operators moving between stations regularly got in each other's way. There was no basic cost control framework and no structure to the production process. The team was working hard but in conditions that made consistent output almost impossible.
What I Did
The first priority was the physical environment. The floor was concreted to create a stable, workable surface. Machines were repositioned to reflect actual production flow, eliminating operator collision points and reducing wasted movement between stations. Raw material storage was organized so inputs were accessible without disrupting the line. Once the environment was functional, guidance shifted to machine operation, production setup, basic cost control, and team coordination. The approach throughout was to build the team's own capability to manage independently after the engagement ended.
// Daily Output — Before vs After (balls/day)
20 balls/day
↓
0
balls / day
Daily Output After
baseline
↓
0
%
Output Gain
Result
Daily output increased from 20 to 30 balls per day, a 50% gain. Finished stock began accumulating, a sign that production had moved ahead of existing demand. On the final site visit, the bottleneck had shifted from the floor to the market. I recommended building a website as the first step toward connecting with buyers beyond Sulawesi. The operation had moved from unstable to productive.
03
Case Study 03  /  Retail
Mobile Store
Parepare, South Sulawesi  ·  1 Month
Skills Applied
Root Cause Analysis Inventory Management Warehouse Organisation Procurement Flow Stock Tracking System Process Documentation
The Situation
The store was experiencing recurring stock discrepancies. On the surface it looked like a recording problem. After reviewing the operation, the actual root cause was more specific: the owner was regularly sourcing stock from competing stores nearby to cover shortfalls, and those informal purchases left no record in the system. Every unit that came in through that channel was invisible, making it impossible to know whether losses came from unrecorded purchases, admin error, or actual shrinkage. The business had no visibility into its own inventory.
What I Did
Rather than building a complex system the team could not maintain, the focus was a practical fix that matched the actual scale of the business. The warehouse was reorganized so stock positioning reflected movement patterns and made counting easier. A simple inventory tracking system was introduced with clear recording steps for every stock movement, including informal purchases from outside. The procurement flow to official distributors was reviewed and tightened to ensure replenishment was based on actual recorded stock levels rather than estimates. The entire engagement was completed within one month.
Result
Stock movement became visible and traceable. Every unit could be identified by source, destination, and responsible party. Discrepancies could now be investigated by cause rather than absorbed as unexplained loss. The owner had a clear picture of what was in the store at any point in time.
CONDITION BEFORE AFTER
Stock visibility None Full traceability
Informal purchases recorded Never Every transaction
Replenishment basis Estimates Actual stock levels
Discrepancy resolution Absorbed as loss Investigated by cause